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HR Transformation
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HR Transformation
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It is their experience, skills and competencies that constitute the foundation of good governance. Therefore, it is of little surprise that the expectations entrusted on today’s civil servants are more challenging than those placed on them a decade or two ago. That is to say, civil servants today are expected to be high-performing, competent, reliable and trustworthy. They are not only equipped with the competencies to meet the needs of the present but must be able to master the relevant competencies for the future.
The Sarawak Civil Service recognizes the importance of having the right people to perform the right jobs in order to ensure excellent service delivery, increased productivity, superior results and better customer satisfaction.
The various components of excellence that contribute to competencies amongst civil servants must be developed from the day they are recruited. They must carry the values in them as civil servant as a life time value. I am happy to note that the civil service have inculcate the values and made it part of the SCS transformation. I am also delighted that one of the key components of competencies is integrity.
YAB Datuk Patinggi Tan Sri (Dr) Haji Adenan bin Haji SatemChief Minister of Sarawak Excerpt from speech during Sarawak Civil Service Day 2014
Sarawak Civil Service is vigorously undergoing a journey of transformation towards a world-class government. The overall
objective is basically changing the way the government operates in order to deliver excellent services to its customers, and the rakyat where and when they are needed most and the approach in the development of the country. To be a world class in your service must be honest, sincere and fully committed about its transformation and changing its culture when delivering service to the rakyat.
To realize these expectations, the Civil Service needs a workforce that is well-equipped with the relevant competencies in various fields of expertise.
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YB Tan Sri Datuk Amar Haji Mohamad Morshidi bin Abdul GhaniSarawak State SecretaryExcerpt from speech during Sarawak Civil Service Day 2014
We are approaching a critical period for the state and especially for the Civil Service as we prepare for the 11th
Malaysia Plan, the last plan for Malaysia to achieve Vision 2020 and join the ranks of developed nations. We are fully conscious of the formidable task and the difficult challenges that lie ahead especially for the Sarawak Civil Service. Although we are increasingly facing resource constraints, the expectations and the demands from our rakyat keep escalating. To accelerate the pace of Sarawak’s development and meet the exacting aspirations and expectations of our people, our implementing machineries and delivery mechanisms must be world class.
Therefore, it is imperative that all our civil servants are very competent in accomplishing their tasks and responsibilities, which is “Service Excellence Through Competent Workforce” or “Penjawat Awam Kompeten Tonggak Perkhidmatan Cemerlang.”
Apart from integrity, all the six shared values should form the foundation of our behaviour as civil servants and become a significant part of our competency. Everything that we do must be guided by these values. We must constantly practice them and should any one of us act in conflict with these values, we need to remind them and guide them back so that ultimately these values will be embedded in how each one of us behave and define our corporate culture.
I look forward to the day when all Sarawak civil servants, irrespective of their job title or salary grade will be described as being highly competent because they have high level of integrity, are kind and caring, have strong sense of urgency and belongingness, are highly professional, and very result oriented.
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A true HR transformation is an integrated, aligned, innovativeand outcome-focused approachto redefining how HR work isdone within an organization sothat it helps the organizationdeliver on promises made to customers, investors and other stakeholders.
Dave Ulrich(HR Transformation:Building Human Resources from the Outside In)
Dr Sabariah PutitDirectorHuman Resource Unit,Chief Minister’s Department
Welcome to the inaugural publication of HR with Uwhich serves as a platform for dissemination of current news information and knowledge on HR. It will also feature agencies & personalities on their HR Initiatives. It also complements our HR with U
initiative or ‘Turun Padang’ with agencies which aims to enhance our engagement with customers and stakeholders.
We sought to make this publication ‘interesting to read’ magazine for HR.
For the past 30 days we have been truly focused in driving the change in our HR Transformation Initiatives as it has been our key areas in SCS 10-20 Action Plan. We have covered tremendous ground in crafting HR Unit’s new direction, vision and mission for this quest to lead in transforming our human capital through:
• providing development opportunities for all• programmes that are designed and developed for growing and nurturing talents• building SCS leaders through a structured talent and leadership development programs• structured career development pathways• comprehensive human capital planning• adopt best practices on Talent Management• humanizing our services through a more engaged HR Unit• improved HR services through improving HR processes and response time• improved our HR governance by activating all the State HR Panels• looking for innovative approach and solutions in mitigating issues and challenges• developed comprehensive and reliable data by having integrated HR system and central database• smart partnership with our State Stakeholders and Customers
On this note, we would like to acknowledge the commitment and participation of all our strategic partners, PSC team, State HR Panels, CMM team, JPA, Head of Departments from state and federal agencies, Institutes of Higher Learning nationwide and Public Governance International (PGI).
“Your commitment and participation will make a difference.”
We owe special thanks to YB Tan Sri State Secretary for his invaluable advice and guidance in this publication and his continuous support in moving forward our HR Transformation.
“Together we drive the workforce in the Civil Service to be world class”
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HR Transformation
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HR
CONTENTSHR Transformation in new initiatives
The HR Transformation Journey
HR Transformational Shift
Key Initiatives
Activities and Programmes
HR Governance
Contributions
HR Unit Management Team
Real feedback by our clients
Publication Team
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814
2122 - 23
252627
15 - 1617 - 20
Sarawak Civil Service Landscape
Statistic of PANS as at 02 Mac 2015Statistic of Local Authorities as at 11 November 2014Statistic of Statutory Bodies as at 10 Mac 2015Statistic of GLCs as at 05 Mac 2014
AGENCY! NUM. OF AGENCIES!
NUM. OF !OFFICERS!
Ministries! 12! 907!
Departments! 17! 12,897!
Divisional Administrative! 11! 1,227!
Local Authorities! 24! 3,598!
State Statutory Bodies! 21! 5,883!
GLCs! 13! 6,172!
Total! 98! 30,684!
HR Transformation
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HR new
initiatives
Transformation
in
Positioning HR for a World Class Civil Service
HR Transformation
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The HR TransformationJourney
HR Focus:• HR Planning & Policy review• HR more strategic and align to
organizational outcome• Structured development of
talent pool & SCS leaders through continuity planning framework and Leadership Devel-opment Program
• Structured career development pathways
• Integrated HR systems (GEMS) and solutions
• Comprehensive and reliable HR database
• Improve HR processes, speed & response time
• More engaged HR Unit• Strengthned HR capacity through
smart partnership• Internalization on shared
values
The mull of HRTransformation Dissolution ofHRP Unit
HRManagement Lab
Merging of HRM & HRP with HRDQ
5-PhasesRecruitmentOD FrameworkCompetencies Profiling and Mentoring
CareerProgressionFrameworkDevelopmentof SCS-HRA
HR Transformationalshift in focus
2010
20112012
20132014
20152016
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Why Human ResourceTransformation
• Shifting from transactional to Strategic HR
• Re-alignment of an integrated HR functions
• To develop best practices in Talent Management
• To develop State organizational capacity holistically
• To provide excellent service delivery
• To realize and achieve SCS Vision
HR Transformation
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The Deliverables of Human Resource Transformation
WorldClassWorkforce,EfficientandEffectiveOrganization, Strategic HR Functions” ”To realize SCS transformation :
• High Income economy• Excellent service delivery• Quality of life for our Rakyat
HR Transformation
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KPI
SO
HR SCORECARD
SCS ReportingSystem
SCS Clinics
SCS Portal
26 February 2015
UPMeasuring
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To lead in Human Capital Transformation
Together we drive the workforce inthe civil service to be
world class
Mission
Strategic Themes
Organizational Development Excellence
Talent Development Excellence
Performance Excellence
Customer Service
Excellence
• State Organizational Capacity Building
• R&Do Capacity Building
• Ministry Capacity Building
• CMD Capacity Building
• Key agencies Capacity Building
• Inductions & Examinations
• In-Service Training• Recruitment &
Selection• Career Progression• Competency Based
Training/In-situ Training
• Strategic Skills• Leadership
Development Program
• Award and Recognitions
• Medical benefit and privileges
• Managing Culture Change initiatives
• SCS Mentoring• Counseling &
Motivation• SCS Personnel
Support Program• Institutionalising
Integrity Program• Total Wellness• Performance
Measurement initiatives
• HR System Integration
• R&D activities• Policy Review• Process
Improvement• Engagement• Cascading• Communication • HRwU Publication• Manuals
guidelines and tool kit
• Managing Customer Service
HR Scorecard
Vision
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HR Scorecard Scorecard
HR Transformation
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HR Unit
Policy & HRCommunication
Division
Talent Management
Division
Employee Assistance
Division
OrganizationalDevelopment
Division
Oversee & Manage the organizational
development in SCS
Oversee & Manage HR planning,
policy, transformation & communication
Oversee the development and management of talents in SCS
Oversee & Manage personnel assistance
programs and culture change in
SCS
HR Transformational
Shift
2015
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Four-pronged Strategy:• Recruitment & Selection • Performance Management• Training, Education &
Development• Continuity Planning
These are inter-connected HR systems that must converge to give talent management a deliberate, focused and self-directed flowofhighqualityhumancapital to deliver world class performance.
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SCS Talent Management Framework
Key Initiatives
TransformationalRECRUITMENT
Co
ntin
uity
Pla
nnin
gEx
ce
llenc
e
Perfo
rma
nce
Ma
nag
em
ent
Exc
elle
nce
Recruitment& SelectionExcellence
RECRUITMENT
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HR System
Employee Self Service
Employee Profile Leave Travel
RequestAsset
DeclarationLoan
Application Claims Payslip
EmployeeSelf Service
HR Management
Recruitment
Employee Data
Career Management
Confirmation Transfer PromotionActing/
Covering Duty
TemporaryAppointment Contract
Loan Insurance Attachment Termination Retirement
Benefits
Leave Management Insurance Medical Privileges Allowance &
Incentives
Development
Training Exams
Competency Induction Course
Performance
PerformanceAppraisal Disciplinary
PersonalRecords
PostManagement
• IMPIAN will be replaced by the Government Employees Management System (GEMS). It is a state-wide interconnected enterprise solution that will harmonise and standardise the human resource management procedures of the Sarawak State Government.
• GEMS will improve and streamline the current business processes in human resource management and provide an integrated process-driven solution. It will automate all the major processes in the HR management cycle, from Post Management, Recruitment, Onboarding, Performance Management, Training & Development, Career Management, Benefits & Facilities and Exit.
• All these processes will take from and feed into an integrated HR database, with the ultimate aim of making it a comprehensive central repository of HR data. This will not only be used for operational management but also support HR planning and decision making through an Executive Information System (EIS).
Key Initiatives
HR Transformation
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R&DO Kapit
Growing & NurturingTalentThe SCS Induction Program covering vital topics under SCS 10-20, CSR Projects, Biro TataNegara; that gives the participants the exposure, understanding and application of what is expected of them as a Sarawak Civil Servant contributing towards a World Class Civil Service.
Other programs organized include SCS Mentoring Program & Competency-Based training.
Masters of HRM and Masters of Policy Science are conducted in collaboration with Swinburne University of Technology Sarawak and Curtin University respectively.
SCS Masters Program Engagement Session with YB State Secretary8 March 2015Pullman Hotel
SCS Induction Program
CSR Projects
Activities & Programmes
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ManagingCultureChangeTo ensure the 6 Shared Values are inculcated in SCS
Financial Wellness Program10 March 2015
Bengkel Pemurnian Perintah Am dan Pekeliling Perkhidmatan Awam
26 - 28 January 2015
The Understanding and Assisting the Oniomania Programme11 March 2015
SCS Personnel Assistance Program3 - 5 March 2015
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Building HR Capacity
To continuously improve the competency level of our
strategic partners and internal staff by conducting HR Scorecard, SCS
Competency Based Interview Workshop and Culture Change Program.
SCS Competency Based Interview Workshop26 February 2015Pullman Hotel
Culture Change Program9 March 2015
CPP Assessment Centre10 March 2015
IRC Wisma Bapa Malaysia
Toastmaster Program13-15 February 2015
CMD
HR ScorecardFebruary & March 2015
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Looking for innovative approach and solution in mitigating issues and to ensure the new HR direction meet the expectation of our customers and stakeholders.
Talent Management Committee Meeting11 March 2015
Engagement with Mahkamah Bumiputera2 March 2015
StrategicEngagement
YBs/PoliticianPublic
ServiceCommission
SCS Agencies
JPA,INTAN
SCS Institute(CMM)
NSW, Singapore Civil
Service
IPTA / IPTS
Community ofPractice (COP)
HRTransformation
• PGI• CAPAM• UNDP• Singapore
• UiTM• UNIMAS• CURTIN• Swinburne
• Ministries• State Dept• R&DO• PBTs
SMART Partnership
Discussion with 5 Technical Departments Training and Development Committee3 March 2015
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GovernanceStructureHR
To determine policies and resolve
issues on integrity
State ExaminationBoard
Talent Management Committee
State Trainingand DevelopmentCommittee
State AwardCommittee
To determine policies and standard examinations syllabi,rules and instructions
To determine policies,implementation andmonitor trainingprograms
To determine policies and direction on state organizational capacity building
State OrganisationalDevelopmentCommittee
State Integrityand GovernanceCommittee
State ExemplaryOfficersAwardCommittee
Working committeeto the State Integrityand Governancecommittee
To formulatepolicies for therecruitment& selection, promotion and placement
HRGOVERNANCESTRUCTURE
To select nominees for the State Award
based on theestablished criteria
To select recipientsfor the exemplary
Award based on theestablished criteria
and discretion of the panel
To determine policies and resolve
issues on governance
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SCS Live our lives with INTEGRITY,
Execute our power with great responsibility,Walk our talk, although no one sees,Say no to corruption, an honest officer we must be.
Remember to be KIND AND CARINGWe have to respect our customers’ feelings,
Civil servants are compassionate beings,We are courteous and polite in our dealings.
Practice PROFESSIONALISM in and out of office,Serve the people with sense of fairness and justice,
Uphold all rules and regulations for excellent service,Never compromise our values and ethics.
SENSE OF URGENCY AND OWNERSHIP,Service with actions not just with our lips,
Be punctual, be timely, be quick on our feet,Our promise of Excellence Delivery we must keep.
TEAMWORK AND TEAMSPIRIT, BERSATU, BERUSAHA, BERBAKTI,
We will achieve the plans of SCS 10-20,Espirit de corps, we are one big family.
WORK S.M.A.R.T AND BE RESULT-ORIENTED,Zero delays in our projects implemented,
Plan and execute, we will prove our effectiveness,Be customer focused, serving the Rakyat as first.
SCS SHARED VALUESEmbrace it we must, with our action and attitude,
An Honour to Serve for SCS Vision to come true,A World Class SCS depends on me and you.
Contributions
Shared Values
Written by Adrian Chung Weng Siang
HR Transformation
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The Six Classic Challenges for HR Professionals[Extract from article Building Convergence Between Human Resource Management and OD by William J. Rothwell in Rothwell et.al. (eds) (2010). Practicing Organization Development : A Guide for Leading Change. San Francisco: Preiffer.]
The six classic challenges for HR Professionals outlined by Ulrich (1997) are listed and described as below:
Challenge 1: HR Theory - HR Professionals must master the theory behind HR work. Theories of learning, motivation, and organizational change should lay the foundation.
Challenge 2 : HR Tools - Improvements must continue in HR core technologies such as executive development, recruiting and staffing, training and education, rewards and recognition, performance management, employee relations, labor relations, and diversity. Five HR tools will become critical for the future : (1) global HR (focusing in the ramifications for HR of global business strategy); (2) leadership depth (defining and creating leaders for the future); (3) knowledge transfer (creating systems that will transfer knowledge throughout the organization to reduce the cycle time and increase innovations and quality decisions); (4) cultural change; and (5) customer-focused HR.
Challenge 3 : HR Capabilities - The new HR capabilities should include, in addition to the tradition-al ones, the following :
• Speed:DoingHRworkquicklywithoutsacrificingquality;• Implementation:Turningideasintoactions;• Innovation:Thinkingcreativelyaboutproblems;and• Integration:Linkingcustomergoals,strategicplans,andemployeeneeds.
Challenge 4 : HR Value Propositions - The HR investments in the future must focus on the value creation and developing a value equation for HR services and products. HR practices affect employees in terms of their morale, commitment, competence, and retention; customers in terms of their retention, satisfaction, and commitment; and investors in terms of profitability, cost, growth, cash flow, and margin.
Challenge 5 : HR Governance - HR professionals must improve how work is coordinated. They should also move away from transaction work, focused on routine processes, and move toward a more strategic focus in partnership with managers.
Challenge 6 : HR Careers - HR professionals may work in one of four locations : site (plant); business unit (product line or country); corporate HR; or outside the HR function. They may be specialists or generalists, and they may function as individual contributors (working alone), integrators (coordinating the work of others, or strategists (directing policies and procedures).
Key HR competencies include the following :
• Knowledgeofthebusiness(financialcapability,strategiccapability,technologiescapability);• Knowledge of HR practices (staffing, development, appraisal, rewards, organizational planning, communication, and so forth);• Managementofchange(creatingmeaning,problemsolving,innovationandtransformation, relationship influence, and role influence); • Businessmastery(knowingtheuniquenatureofonebusinessandthefinancial,strategic, technological, and organizational capabilities of the organization);• Humanresourcemastery;• Changeandchangeprocessmastery;and• Personalcapabilities (accuracy inallHRwork;consistencyorbeingpredictable;meeting commitments or doing what is promised on time and within budget; being personally comfortable with colleagues, subordinates, and supervisors; confronting appropriately; integrity; thinking outside the box; confidentiality; and listening to and focusing in the executive problems.
by Sharifah Rohana Binti Datu Wan Alwi
HR Transformation
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Driving Change
We are truly focus in
HR Transformation
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HR UnitManagement Team
Sharifah RohanaBinti Datu Wan [email protected]
Desmond ak. Douglas Jerukan [email protected]
Siti Ramah binti Haji Shariff [email protected]
Riziandy bin [email protected]
Zulkipli Bin [email protected]
Salmah [email protected]/319579
Dyg Joanita Azizah binti Abg [email protected]
Adrian Chung Weng [email protected]
Fathi bin Haji [email protected]
Policy & HRCommunication Division
OrganizationalDevelopment Division
Talent Management Division
Kamaruddin [email protected]
System and Database Section
HR Communication Section
HR Transformation & Innovation Section
Recruitment Section
Employee Assistance Division
Integrity Section
Career Development Section
Training and Development Section
Privileges & Award Section
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RealFeedback by our clients
Talent Management Committee
“It is a very good initiative. It’ll drive us to a clear direction on how to manage and work out issues pertaining HR.”
Rusmaliza Mat DarusAdministrative Officer
Sarawak Forestry Department
JBC Policy
... I can feel that much consideration is being given to the improvement of the policies and processes on JBC post endorsed by the panel recently.
Raji bin Rambli Pensioner
Ex-Samarahan District Officer
Response Time
“Kelulusan tuan yang begitu cepat saya terima amatlah bermakna dan sangat-sangat dihargai.”
Tan Chee KangAssistant Director
ICTu, Chief Minister’s Department
New Recruitment
“It is imperative that skills in public speaking and event management be developed and nurtured to enhance the confidence and leadership qualities in producing the World Class Civil Servants that the Sarawak State Government aims for.”
Rezuan bin Abdul RashidAssistant Secretary
Ministry of LandDevelopment, Sarawak
Talent Management Committee“...my humble yet honest opinion is its very good as it gives opportunity for departmental heads to also bring up their problems where State Secretary can give immediate advice/decision (as was the case with us)...proof of how much the bosses missed the opportunity to air their problem was when both Wong and Datu Lai acknowledged this in their opening remarks...”
Datu Sajeli bin KipliDirector
Land and Survey, Sarawak
Rusmaliza Mat DarusAdministrative Officer
Sarawak Forestry Department
Talent Management Committee
“With HR transformation, we manage to come to the agreement to expedite J41 promotion. Now I can see the light at the end of the tunnel”
Ir Haji Zuraimi bin Haji SabkiDirector
Public Works Department,Sarawak
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PublicationTeam
Advisor
YB Tan Sri Datuk Amar Haji Mohamad Morshidi Bin Abdul Ghani
Sarawak State Secretary
Chief Editor
Dr. Sabariah Putit
Director of HR Unit, Chief Minister’s Department
Members
Sharifah Rohana Binti Datu Wan Alwi ● Salmah Binti Jobeli ● Zulkipli Bin Ismail ● Dayang Hajah Joanita Azizah Binti Abang Haji Morshidi ●
Desmond Anak Douglas Jerukan ● Fathi Bin Haji Hambali ●
Adrian Chung Weng Siang ● Riziandy Bin Nawawi ● Siti Ramah Binti Haji Shariff ●
Mohamad Bin Haji Arsat ● Mahra Bin Salleh ● Tay Nguan Hua ●
Mohamad Hazrie Bin Siri ● Roni Anak Ah Hin ● Elvy Alfisa Binti Jamadi
Artwork & Design
Kamaruddin Bin Mohammad ● Dolhadi Bin Marzuki (UPPQ) ●
Mardiah Binti Mardan (UPPQ) ● Awang Ismail Bin Awang Hambali (UPPQ)
HUMAN RESOURCE UNIT CHIEFMINISTER’SDEPARTMENT
WISMA BAPA MALAYSIAPETRA JAYA
KUCHING
